It’s a common saying that “nice guys finish last”. But is this really true in the world of business and leadership? The story of the construction of the Empire State Building in the 1920s provides a compelling counterexample that suggests being good to your employees can actually motivate them and lead to better results (I got inspired to this article while listening to a Cautionary Tales episode about the construction of the Empire State building 😊).
The Empire State Building Story
At first, Chrysler’s oppressive methods seemed to work. He was well on his way to create the tallest skyscraper in the world! And with some deception , he even managed to secretly construct a 185-foot spire inside the top of his building to make it taller at the last minute.
But while Chrysler’s skyscraper briefly claimed the title of world’s tallest, the resentment and poor morale his harsh management style created would ultimately prove costly. Starrett’s team, on the other hand, was motivated and collaborative. When Chrysler’s spire was revealed, Starrett’s workers eagerly took on the challenge of redesigning their building to add an even taller 200-foot mooring mast.
AI illustration of workers constructing a skyscraper
Thanks to the positive culture Starrett had cultivated, his team was able to nimbly adapt to this change in plans. They worked efficiently together to complete the redesign and construction in record time. The Empire State Building was completed in just 410 days, a full 12 days ahead of schedule, thanks in large part to the motivated and collaborative workforce Starrett had cultivated.
This remarkable feat stands as a testament to the power of positive leadership and creating a culture where employees feel valued and motivated.
The Lessons for Modern Leaders
While Starrett’s approach was remarkably progressive for the 1920s, in many ways it still falls short of the ideal for truly empowering and motivating employees. The renowned author Dan Pink argues in his book Drive that people are optimally motivated by autonomy, mastery, and purpose – having control over their work, the ability to develop their skills, and a sense that what they do matters (more on this in How to motivate people).
Few companies today would get away with using tactics as oppressive as Chrysler’s. However, the underlying mindset of viewing workers primarily as resources to get tasks done, rather than as human beings with their own needs and aspirations, is still all too common.
Truly caring about employees as people – their feelings, doubts, wishes and sense of purpose – is often considered outside the realm of work. Many leaders still feel uncomfortable appreciating people for who they are and the values they demonstrate, focusing solely on outcomes and productivity.
A Call for Human-Centric Leadership
The cautionary tale of the Empire State Building’s construction suggests that modern leaders need a fundamental shift in mindset. Rather than just managing tasks and viewing employees as means to an end, they must put people at the center.
Richard Branson provides a great example of this people-centric mindset in action. He is famous for quotes like:
“Clients do not come first. Employees come first. If you take care of your employees, they will take care of the clients.”
And:
“Train people well enough so they can leave, treat them well enough so they don’t want to.”
Branson understands that when you put your employees’ wellbeing at the center, business success will follow. Happy, motivated employees lead to satisfied customers and strong results. They also adapt faster to new circumstances, making organizations more agile and innovative.
This agility is increasingly essential in today’s fast-changing business environment. Companies that can rapidly adapt to shifting market conditions, new technologies, and evolving customer needs are the ones that will thrive in the long run. And that adaptability starts with engaged, empowered employees who feel valued and motivated to contribute their best.
Putting People First
So how can leaders put this people-centric approach into practice? Here are a few key principles:
Communicate openly and frequently.
- Share information, solicit feedback, and engage in genuine two-way dialogue.
- Transparency builds trust.
Invest in development.
- Provide opportunities for employees to learn, grow, and advance in their careers.
- Support their goals and aspirations.
Recognize and appreciate.
- Regularly acknowledge good work and desirable behaviors.
- Celebrate successes and milestones.
- A little appreciation goes a long way. But not just a pat on the back – read How to give feedback that works to learn how to give effective feedback.
Empower and trust.
- Give employees autonomy to make decisions and take ownership of their work. Here is an example how this unlocks performance.
- Demonstrate faith in their abilities and intentions.
Lead with empathy.
- Seek to understand employees’ perspectives and challenges.
- Show that you care about their wellbeing and value them as human beings.
Putting people first doesn’t mean abandoning productivity, profitability, or high standards. Quite the opposite – it’s the path to unlocking employees’ full potential and engagement, which naturally leads to stronger business results.
Conclusion
The story of the Empire State Building’s construction is nearly a century old, but its lessons are as relevant as ever. In an era of rapid change and relentless competition, the most successful organizations will be those that reject the outdated view of employees as mere resources, and instead embrace a leadership philosophy grounded in genuine care for people.
Nice guys don’t have to finish last. By putting employees first, showing empathy, and investing in relationships, today’s leaders can build thriving organizations fueled by motivated, agile, innovative people. That’s a recipe for finishing first.
Thank you for reading The Agile Compass. I’m Matthias, here to help you help those around you become agile.
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